From the study / A considered perspective
The portfolio question beyond each business plan
An enterprise can approve individually persuasive business plans without creating a coherent portfolio.
On the reading table
- [2]
Scenarios should reveal a decision
Portfolio · June 2026
- [3]
Resource allocation is where strategy becomes visible
Scenarios · March 2026
- Portfolio reshaped
- ₹6,200 Cr
- Exits, entries and partnerships
- New growth businesses
- 4
- Incubated to independent scale
- Strategic partnerships
- 15
- Across three continents
- Strategy horizon
- 2030
- Approved by the board, funded and tracked
Beyond the page
The record behind the perspective.
In the boardroom
- Meridian ConsolidatedIndependent Director · 2022 — Present
- The Futures Policy InstituteFellow and Advisory Board Member · 2019 — Present
Recognition
- Strategy Leader of the YearCapital & Governance Quarterly · 2024
- Deal of the Year — PartnershipThe Corporate Development Awards · 2022
In conversation
- “Making the portfolio choices most boards postpone”Capital & Governance Quarterly · 2025
- “Scenarios the board can actually use”The Boardroom Review · 2024
- “Episode 115 — Strategy is a choice, not a deck”The Leadership Ledger podcast · 2023
Turned our strategy from an annual document into a set of decisions we actually made.
Continue the conversation
Ideas are tested in conversation.
For board, advisory and speaking invitations, and for readers who want to take an argument further.
- Board appointments
- Advisory roles
- Speaking invitations
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